GIFT
🎁 Click to claim your gift!

A Nursing Development Strategy for Bangladesh

Alex Berland

Alex Berland

Global Health and Nursing Education Specialist

Purpose – achieving benefits, minimizing risks

1. Increasing and improving production of nurses is widely discussed in Bangladesh. There are obvious benefits from meeting national health care needs as well as remittances by nurses who emigrate. There are also risks and hazards for funders, for population health and for nurses themselves. The purpose of this paper is to suggest a way forward that may mitigate the risks and also achieve the benefits of strengthening the nursing profession in Bangladesh.

Nursing in Bangladesh

Background – the case for action

2. Compared even to other Lower Middle-Income Countries [LMIC], Bangladesh has fewer health care workers of all kinds. For nursing, this shortage is made worse by the low level of skills among registered nurses. Many factors cause this competency problem: low skill level of nurse educators with few opportunities for professional development; lack of practicum sites where student nurses observe good practice; weak approval processes for nursing colleges. Other context problems include weak professional regulation; physician resistance to advancement of nurses; and unlicensed and untrained workers calling themselves nurses.

3. Improving the nurse situation in Bangladesh is not a new idea. During the past 25 years, international donors have invested substantially in programs to "strengthen nursing in Bangladesh". (Our conservative estimate is over $50 million USD. The results have been disappointing, partly due to implementation challenges, such as the clinical practice environment, internal resistance and malfeasance. There have also been donor mis-steps due to importation of "Western" approaches: BSN entry-to-practice is expensive; assumptions about governance have been unrealistic; the focus on hospital care neglects primary or universal health care which could benefit more Bangladeshis.

4. Despite nearly three decades of external support, nurse-to-population ratios are not much improved. The incessant effect of brain drain is like pouring water into a bath-tub with no stopper plug. It seems unlikely that donors will again commit this level of external support to help Bangladesh fix its health care system, particularly if the internal problems persist.

5. On a positive note, there exists today a better understanding of both the potential contribution of nurses and the opportunities for good jobs here and abroad. For several years government policy has promoted nurse emigration. This has resulted in strong demand for nurse education, despite its generally poor quality. The downside is that we can expect thousands of unemployable nursing graduates in the next few years: unable to pass qualifying exams overseas, yet lacking primary health care skills to serve the national population.

6. From a population health perspective, the last two decades have been a missed opportunity. Bangladesh has been identified as an LMIC with above-average burden of non-communicable diseases, pandemic risks and antimicrobial resistance. These national problems will be intensified by global impacts such as climate change and economic shocks. The situation requires urgent and focused strategy to reduce the impact.

Recommended systems-level approach

7. Position the professional development strategy for nursing in a broader context of integrated people-centred change. Use a health labour market framework for a systems-thinking approach.

8. Minimize costs by improving performance of existing structures, adding only targeted resources. (This will require strong leadership from government-side.)

9. Strengthen governance capacity for reforms, especially related to accreditation of educators, scope of practice, new cadres, initial licensing requirements and human resource planning.

10. Recognize the impact of the political economy in reforming the nursing profession, such as, lack of coordination among donors, internal conflict among nurses' associations and professional groups, resistance from organized medicine, absence of other stakeholders.

11. Tackling these impacts might mean: working with select owners of private nursing colleges; appointing change agents to DGNM and BNMC; engaging stakeholders from journalism, human rights and grass-roots NGOs to advocate around the nursing strategy.

Recommendations for immediate action

12. Appoint and resource a National Nursing Task Group headed by a senior policy analyst to create the nursing development strategy. Instruct them to complete within 30 days a road-map for developing a new nursing strategy within 120 days, including:

a. Plans for an update to 2021 - Health Labour Market Analysis and 2018 - Mapping of Health Education Institutions in Bangladesh to inform and advance the nursing strategy.

b. A process to engage with development partners concerning their input and support for a new nursing strategy.

c. A process to engage nursing stakeholders and other civil society organizations to determine their capacity to support and aid implementation of the nursing strategy.

References

World Health Organization. (2020). State of the world's nursing – Bangladesh 2020. Geneva: WHO.

Lund, K. D., Huda, S. N., & Berland, A. (Eds.). (2013). Proceedings: Cooperative Dialogue on Advanced Nursing in Bangladesh. Dhaka: Partners in Population and Development. Retrieved from Proceedings – Cooperative Dialogue 2013

Berland, A. (2025). Milestones for education of nurses in Bangladesh. Nelson, BC, Canada: Unpublished manuscript.

World Health Organization. (n.d.). Integrated people-centred care. Retrieved September 12, 2025, from WHO Health Topics

World Health Organization. (2021). Global strategic directions for nursing and midwifery 2021–2025. Geneva: WHO.

Ministry of Health and Family Welfare & World Health Organization Bangladesh. (2021). Health labour market analysis in Bangladesh 2021. Dhaka: Health Services Division. Retrieved from Health Labour Market Analysis Report

Directorate General of Health Services, Medical Education and Health Manpower Development & World Health Organization Bangladesh. (2018). Mapping of health professional education institutions in Bangladesh. Dhaka: DGHS & WHO Bangladesh.

ResearchGate. (2021). Informing investment in health workforce in Bangladesh: A health labour market analysis. Retrieved from ResearchGate Publication

Bio of Alex Berland

Alex Berland (RN retired, BSc. Nursing, MSc. Health Planning and Administration). After working as a bedside nurse, Alex served as an executive in several Canadian teaching hospitals, leading clinical redesign efforts as well as accreditation and governance activities. For BC Ministry of Health, Alex led reform of the provincial mental health system, during which time he was also CEO of an 800-bed tertiary psychiatric hospital. For UK Department of Health, Alex served as Head of Hospital Policy for England, overseeing several national initiatives.

Later as president of his own consulting company, Alex led policy and planning projects for hospitals, regional and national governments, WHO and the World Bank. Since 2004, Alex has worked with educators, NGOs and hospitals in Bangladesh as a volunteer adviser for numerous projects. Alex has authored peer-reviewed papers on topics including nurse education, transformational change, health human resources and he serves as a reviewer for several journals.

Next Blog